A seam is a handoff between disciplines, where finished work sits unclaimed until the next team picks it up.
The diagnostic tells you where your calendar goes and what it costs. This is the engagement that gets it back. Not a transformation program, and not a new methodology for everyone to learn. Two seams, closed, with your team running the result after I leave.
We take the two costliest seams from the diagnostic and work out what is actually causing each one, with the people on both sides of the handoff in the room. Then we agree what changes, what gets automated, and what decision has to move.
The changes go into the tools you already run. Nothing custom, nothing you cannot maintain, no platform to license from me. Your team works the new handoff on live production work while I am still there to fix what does not survive contact.
Documentation, whatever was built, and a re-measurement of the two seams against the baseline so you can see the movement rather than take my word for it. Plus the ranked list of what is worth doing next, whether or not I am the one doing it.
I have trained more than a thousand practitioners in parallel flow at game studios and enterprise software companies. RAFT came out of that work. I watched a thousand teams default to sequential handoffs, and named what the good ones were doing instead: working the same deliverable at the same time.
You can, and occasionally it is the right call when leadership already agrees on exactly which handoff is the problem. Usually they do not, and the first two weeks get spent arguing about it instead of fixing it. The diagnostic is cheaper than that argument.
No. Some of what we change will look like RAFT, because that is where the technique came from. You are not required to name it, teach it, or roll it out anywhere else.
Partly, where automation is the honest answer. But a seam is usually a queue in front of a decision, and no amount of automation fixes a decision that is waiting on a person in another building. Selling you automation for that would be selling you the wrong thing well.
It is yours. It runs on tools you already pay for. There is no component of it that requires me, and I would consider it a failure of the engagement if there were.
Because the distribution is almost always lopsided. In the productions I have run, a small number of handoffs accounted for most of the lost calendar. Fixing two properly beats touching six.
Wanting the rest of the team to learn the technique is a different question. RAFT Fundamentals is coming.
